It is argued that effects of OD interventions depend on the type of product
an organization is concerned with (end vs. process), the type of organiza
tion (input us. output focused), and the field of forces in the situation
(driving vs. restraining). OD results depend on accuracy of a system
analysis, intervening in the correct place, and getting people to believe
that positive effects will result. Those involved are classed as "troops,"
"managers," "resisters," "scientists," and "action researchers." OD
practitioners should try to act as action researchers. Key evaluation
questions are "What really happened?" "What has been learned?" and
"Did the boss like it?"
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